This case study of 2 state universities qualifying as learning organizations, based on administration and staff viewpoints, was completed using a qualitative methodology. The idea of what a learning organization is can be different depending on who or what is being analyzed. For this study, the work of theorists including W. Edwards Deming, Malcolm Knowles, and Edgar Schein was used along with learning organization criteria best defined by Peter Senge and his followers to determine if the organizational culture at either university has led to the qualification of being called a learning organization for either school. Topics such as organizational learning, professional development, strategic planning, and organizational behavior as well as interviews of staff and management were analyzed in order to make this determination and to show how becoming a learning organization is beneficial to higher education institutions. These benefits are discussed as well as the importance for a cultural transformation process to be successful. The 2 universities studied were public state schools that were located within the same demographic area and had similar student populations and departmental components. Ten interviews were conducted at each university to obtain thoughts and feelings from staff and managers on their cultural understanding and learning opportunities. The findings showed that neither university qualified as a learning organization based on the established learning organization criteria. However, both institutions have the ability to move in that direction by following a lean management approach and creating an atmosphere that allows for cultural change within a shared governance environment. This paper begins with an introduction of the problem highlighting the purpose, rationale, and management questions that need to be answered. Chapter 2 provides a literature review discussing the previously mentioned theorists as well as contemporary authors who continue to study the seminal concepts. Chapter 3 provides information on the methodology and how the study was conducted including data collection, analysis, and ethical considerations. Chapter 4 identifies the data collection, analysis, and findings, and Chapter 5 provides a summary of the research questions, limitations of the study, and future research opportunities. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]